Bureaucratic Style Research Articles

Why do Role Perceptions Matter? A Qualitative Study on Role Conflicts and the Coping Behavior of Dutch Municipal Enforcement Officers

This study examines municipal enforcement officers’ role perceptions because their role has shifted from a traditional officer to a broader, social role within the community as a “city host.” Furthermore, we investigate whether role perceptions influence how officers cope with role conflicts. Interviews showed that municipal enforcement officers perceive sufficient discretion in their work and develop their own role perceptions. Some officers adopt a networking role and cooperate with various parties while others fulfill a narrower role as a bureaucrat and rely heavily on rules and protocols. Some officers successfully balance both roles. The way municipal enforcement officers perceive their role has an influence on their coping behavior. Given the belief that there should be a shift from bureaucratic styles of policing towards a broader, more social, role in communities, organizations should be aware that role perceptions play an important role in how officers behave.

Prevailing Leadership Styles in Change Management: Evidences from Existing Research

Purpose: To study the evidences from the existing research regarding the prevailing leadership styles in change management. Theoretical framework: The study explored the various leadership styles by reviewing the existing literature. It identified various leadership styles like Autocratic, Authoritarian, Bureaucratic, Laissez-Faire, etc. It discusses the importance and difference among the various leadership styles. Design/Methodology/Approach: The secondary literature used for analysis came from previously published sources. SCOPUS, Dimensions, and Google Scholar were the databases used to gather the research. The final group of publications for analysis was screened using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses-PRISMA” guidelines. Twenty different resources were chosen for more research, thematic analysis was used extensively in this investigation. Findings: The findings of this research indicate a correlation between the two styles of “change management”: transformational and transactional leadership. The importance of the conventional bureaucratic styles of leadership declined. Not only do the results highlight the importance of leadership styles, but they also show that employee motivation is a key aspect in every successful business. Research, Practical & Social implications: This article suggested that a highly engaged workforce is essential to the success of any change management initiative. Eventually, it became clear that most leadership styles could be traced back to the theoretical frameworks that Great Man theorists and Kurt Lewin developed. Originality Value: This article is an academic contribution that allows an understanding that Great Man theory, Kurt Lewin’s paradigm having application in principle of contingency management while implementing transformations.

Język jako bariera w komunikacji administracji publicznej z obywatelami

This paper is focused on the problems of communication between public administration and citizens. The language of legal forms of public administration activity, letters, official documents and other messages addressed to individuals not only carries the specific axiological load but is one of the core value in a state, including the value of law itself; it should be comprehensible to citizens because the above documents shape their rights and obligations, often in an authoritative manner, and interfere in their sphere of freedom and fundamental rights. The language (bureaucratic style) which is incorrect, imprecise and incomprehensible to citizens constitutes a significant barrier to effective communication between public administration and citizens; it may undermine confidence in the state and law, violate citizens’ sense of legal security and be a barrier to the implementation of the rules of reliability and efficiency in public institutions.

O36 - Labouring Together: Women’s Experiences of “Getting the Care that I Want and Need” in Maternity Care

Poor collaboration has been identified as detrimental to the safety and experience of maternity care. The Labouring Together study was conducted to explore women's and clinicians' perceptions and experiences of collaboration in maternity care in Victoria, Australia. Underpinned by well-established conceptual theories of collaboration and shared decision-making (SDM), a sequential, mixed-methods, multi-site case study approach was used to explore women’s perceptions and experiences of maternity care in four diverse case studies of public and private hospitals. Women's preferred and experienced role for SDM were quantified using the Control Preferences Scale (CPS) and analysed using chi-square analyses by case and socio-demographic characteristics. In depth interviews were conducted to explore preferences and experiences reported by women. Most women indicated that they preferred an autonomous or collaborative role for SDM, however 24.4% of women reported experiencing a passive decision-making role during their maternity care. Statistically significant differences were identified between the preferences and experiences of decision-making among women who chose private obstetric care compared to public maternity care. The conceptual framework of Getting the Care that I Want and Need emerged from inductive analysis of qualitative data. Impacts upon women’s autonomy over decision-making in maternity care included: access to midwifery models of care, access to relational continuity of care; understanding of the rights of the woman; and models information sharing for risks and benefits of all options and proposed interventions. Bureaucratic style decision-making based upon a dominant discourse of risk avoidance was identified as a major barrier, with power to ultimately veto the woman’s choice The Labouring Together study findings provide evidence to support women to use SDM processes to enable decision-making in maternity care. However, fundamental barriers were identified to hinder collaboration; and shared decision-making with women is not routine practice in Victoria, Australia.

Labouring Together: Women's experiences of “Getting the care that I want and need” in maternity care

ObjectivePoor interprofessional collaboration and lack of decision-making with women have been identified as being detrimental to the quality, safety, and experience of maternity care. The aim of the Labouring Together study was to explore childbearing women's preferences for and experiences of collaboration and control over decision-making in maternity care. DesignA sequential, mixed-method, multi-site case study approach was used to explore the perceptions and experiences of childbearing women regarding collaboration and decision-making. Women's preferred role for decision-making compared to the actual experiences, and the influences upon their preferences and experiences of collaboration were explored using semi-structured interviews. An inductive approach was used for qualitative analysis of interviews, and cross-case analyses were conducted using replication logic. SettingPostnatal wards of 1 private and 3 public maternity services in both metropolitan and regional Victoria, Australia. ParticipantsPostnatal women, over the age of 18 years (n=182). FindingsHalf (48.3%) of the participants indicated a preference for a shared decision-making role and 35% preferred an active role. Only 16.7% participants indicated a preference for a passive role, however 24.4% of women reported experiencing a passive decision-making role during their maternity care. Statistically significant differences were also identified between preferences for and experiences of decision-making among women who chose the private obstetrician model of maternity care compared to the public maternity care system. Negative impacts upon women's autonomy over decision-making included: poor access to midwifery models of care; poor access to relational continuity of care; poor understanding of the rights of the woman; inadequate information for women about the risks and benefits of all proposed interventions; and a bureaucratic style of decision-making based upon a dominant discourse of risk avoidance that could ultimately veto the woman's choice. Key conclusionsDespite evidence of the benefits for women of having autonomy over decision-making in their own care, fundamental barriers were identified that hindered women's participation in collaboration in maternity care. Shared decision-making with childbearing women is not routine practice in maternity care in Victoria, Australia. Implications for practiceRelational continuity of care is imperative to promote the autonomy of childbearing women and an environment conducive to women's active engagement in maternity care and participation in shared decision-making.

Leadership Styles, Public Relation Skills and School-Community Collaboration: A Quantitative Analysis of the Perception of Stakeholders

ABSTRACT This analysis examined the collaboration between schools and host communities using the leadership styles of principals and public relations skills as independent variables. As noted, and reported in the literature, the research was motivated by the conflicting links and alienative partnerships between schools and communities. The research followed a quantitative approach with an emphasis on the descriptive survey architecture. The study targeted a population of 667 school administrators; however, data was obtained from 583 secondary school managers who participated voluntarily. A questionnaire was used for data acquisition, with a Cronbach’s reliability index of .84. Key findings showed that the adoption of leadership styles generally and particularly in terms of the bureaucratic, coaching, democratic, servant-oriented and visionary styles was high; the autocratic, laissez-faire, transactional and transformational styles were adopted to a low degree, whereas the strategic leadership style was adopted averagely; the extent of principals’ public relations skills, as well as school-community collaboration (SCC) was low; the degree of SCC did not depend significantly on the leadership styles adopted, but on the public relations expertise of principals. Based on these results, important theoretical and policy implications for effective practices in educational management are discussed.

Журнал «Вестник полиции» как источник для изучения истории преступности Российской империи в годы Первой мировой войны

The paper analyzes the structure and content of the journal «Bulletin of the Police» on the basis of archival materials as a valuable historical source that allows reconstructing data on the dynamics and nature of crime in the Russian Empire during the First World War. From the standpoint of the theory of historical everyday life, it is argued that the distinctive features of the journal «Bulletin of the Police» are the regularity of coverage of criminal crime on the pages of the publication, a wide geographical coverage and a detailed description of events, as well as the publication of court photographs. At the same time, from a source point of view, this publication has a number of drawbacks, among which there is a onesided positive coverage of the work of the police in the fight against crime, the bureaucratic style of presentation of many published articles, as well as the silencing of many problematic issues in the field of studying crime during the war period and measures to combat it. The paper substantiates the conclusion that for a deep and comprehensive scientific analysis of the dynamics of crime in the Russian Empire during the First World War, this historical source contains extremely important information that allows revealing the state of the criminogenic situation from the perspective of everyday life and the activities of police agencies and displaying its results in the public mind.

The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry

The purpose of this study is to examine the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. The study used a five-point Likert scale questionnaire consisting of forty questions covering autocratic, democratic, bureaucratic, laissez-faire, transactional, charismatic leadership styles and employee productivity variables. The questionnaire was deployed to one hundred and twenty-five respondents (125) and received ninety-three (93) valid responses. Statistical Package for the Social Sciences (SPSS) was used to analyze respondent responses. Demographic analysis, normality test, homoscedasticity, multicollinearity, reliability test (Cronbach’s Alpha) were presented; results affirm the validity and reliability of research findings. The results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant leadership style in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. The study concludes that leadership styles significantly influence employee productivity albeit different leadership styles have varying effects on employee productivity and varying leadership styles can co-exist within the same organization. The study highlighted various policy implications and recommendations. This study adds to the existing literature on leadership practice and is intended to be a reference point to scholars and researchers for further studies on leadership practices in the oil and gas industry.

“EXPLORING MODEL OF LEADERSHIP STYLE ON TEACHER PERFORMANCEIN EARLY CHILDHOOD SCHOOLS.”

This study analyzes the impact of leadership style on Indonesian Early Childhood Teachers Performance. The focus is on six main leadership styles namely transformation, transactional, autocratic, charismatic, bureaucratic and democratic. This research has provided in-depth insights on democratic, transformational, bureaucratic and autocratic leadership styles that have a positive impact on the performance of, in this study using analysis Primary data and data were obtained from an online survey stationary of 200 respondents from 15Early Childhood Teachers in Jakarta . The method of selecting respondents using a snowball sampling system, analysis using quantitative approaches and questionnaire data was processed using SPSS. The results of this study are suggesting a charismatic, bureaucratic and transactional leadership style has a negative relationship with manufacturing performance. Transformational, autocratic, and democratic leadership styles, in contrast, have a positive relationship on Early Childhood Teachers Performance

“Slozhno i glupo” vs “professionalno” i “vezhlivo”: otnoshenie nositeley russkogo yazyka k kantselyaritu v obyavleniyakh

The term bureaucratese refers to a kind of official style used regularly in official and less official contexts. The article considers reactions of ordinary Russian speakers to features of the bureaucratic style in administrative advertisements placed in transport or institutions, as well as in those broadcasted in public places. The research focuses on the category of language attitudes. The data combine interviews, results of the online survey, and publications on the internet. In the interviews and online survey people were asked to evaluate and discuss advertisements (4 photos and 2 cited oral advertisements). Respondents expressed the strongest disapproval of long phrases and syntactic complexity. Shorter texts, written in a less formal, but still marked style, received both positive and negative evaluations, criticised for being “ponderous” and “intricate”, but were sometimes called “more polite”, “proper”, and “professional”. Moreover, people have turned out to evaluate advertisements as a communication and social event of higher or lower status, with power relations behind it. As happens with functionally important and complex language varieties, the discussed code is differently evaluated by its users (who pay attention to various aspects including style, meaning, and social context).

The Impact of Leadership Styles on Employee Productivity in Nigerian Oil & Gas Industry a Case Study of Nigeria LNG Limited

This study examines the impact of leadership styles on employee performance and productivity in the oil and gas industry in Nigeria. Specifically, it seeks to investigate and describe the different types of leadership styles practiced in the Nigerian gas industry and the extent to which these impact on employee performance and productivity. The styles of leadership employed in managing employees have an effect on the morale and productivity of workers. This study obtained and analyzed the perspectives and opinions of Nigeria LNG employees on impact of Leadership styles on employee performance. To do this, Data were collected via a structured questionnaire from a randomly selected 450 (Four Hundred & Fifty) respondents who have worked more than 5 years in the company and regression analysis was conducted to analyze the data using SPSS 21. The results of the correlation analysis showed that there is positive and significant relationship between autocratic leadership style and employee work quality (r=0.772; p<0.05)., Also, a positive and significant relationship exists between democratic leadership style and employee efficiency (r=.896; p<0.05)., Furthermore, a positive and significant relationship exists between Laissez-faire leadership style and employee effectiveness (r=.896; p<0.05). Lastly, a positive and significant relationship exists between Bureaucratic leadership style and employee motivation (r=0.772; p<0.05). The results were found to be consistent with empirical findings of past studies in literature. It is therefore concluded that leadership style has a significant effect on employees’ productivity in Nigeria LNG Limited. The study found that there is a correlation between management leadership styles and organizational commitment by employees. As such, leadership styles directly influence the extent to which employees commit to their employer organization. The study also found that management at NLNG Ltd. apply the democratic and transformational leadership styles. The findings raise important insights as to which leadership style(s) management need to demonstrate and how management can optimize their leadership styles to benefit their organization. Such an understanding should be applied to enhance job satisfaction and increase productivity. Based on the findings, directions for future research were proposed.

Cultural Locality and Bureaucracy on the Sukabumi City Police Command

Rational bureaucratic models in various organizational contexts can no longer be implemented as originally designed because of the interaction of cultural locality, including in city-level police organizations. Services to the community in the District of Sukabumi cannot be implementedappropriately. It is because there are three problems, namely the absence of detailed and transparent rules, the lack of material and budget support, and the functional relationship between the police and the community, which is influenced by the dominant local culture. This research investigates the variety of features of cultural locality in the bureaucracy of Sukabumi ResortPolice through a qualitative approach.The source of research data is determined purposively and snowball based on an emic approach to get social phenomena that occur. Data mining is carried out in the form of complete participant observation, interviews, and document studies. The results of the research revealed that the bureaucracy in resort police is characterized by a unique hierarchical chain and unity of command through and carried out by superiors, specialization into functions, regulations and organizational policies, standard procedures for each job, career coaching structure, and impersonal relationships. In addition, the cultural context and locality of the Sukabumi community, which is thick with Sundanese culture, become a social convention which is manifested in activities, actions, and ways of thinking. These manifestations are based on friendship, mutual assistance and respect, respect for parents, deliberation in solving social problems that refer to the culture of diriungkeun by using religious figures, preachers, and ajengan as primordial charismatic figures.Cultural context and locality are believed to have influenced the bureaucratic style so that the rational bureaucracy cannot be fully implemented but must adopt local culture.

Management style in kibbutz industries

Purpose This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations. Design/methodology/approach This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis. Findings The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style. Research limitations/implications This research is based on five case studies; further research is recommended to establish the current typology. Practical implications This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles. Originality/value This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.

An Empirical Analysis of Students’ Involvement and Exit Behaviors in College Organizations: The Case of Nanjing Agricultural University in China

Student organization is considered an important approach for the sustainable development of ideological and political education, and it helps construct learning style and campus culture. This research studies college students’ motivations for their involvement and exit behaviors. Using a binary choice model, we analyze critical factors affecting the involvement and exit behaviors of college students based on social cognition theory, Maslow’s hierarchy of needs, and expectancy theory. On the one hand, our results show active cognition is most influential for the involvement behavior, followed by personal interest. Meanwhile, active cognition is positively affected by mother’s higher education level and senior students’ influence. Respondents who agree that joining organizations brings closer relations with teachers and other students as well as promoting heterosexual communication are more likely to join. On the other hand, the most influential factor for the exit behavior is unclear promotion mechanisms. Low-quality activities and wasting time with organizations cause students to quit. Moreover, lack of training opportunities and professional guidance dampens members’ enthusiasm. Complicated interpersonal relations, bureaucratic style, entering a higher grade and changing psychology cause some members to quit and further affect organizational learning. We provide additional insights on management strategies towards organization sustainability, such as improving leader selection and building harmonious interpersonal relations.

Building resilient schools in Russia: effective policy strategies

ABSTRACTThe article uses the framework of resiliency to examine the strategies of principals in schools working under challenging socio-economic conditions that show higher-than-expected educational results. We collected a unique set of data within the Russian ‘National monitoring of education markets and organisations’ programme. This work continues the study, begun in 2014, of the peculiarities of the functioning conditions, management and educational strategies of different groups of schools (urban, rural, implementing higher-level programmes, private, etc.), where authors supplement the economic indicators of school performance with socio-economic contextual factors. A contextualisation model was applied to distinguish the resilient schools studied and the socio-economic characteristics for each school. The typical strategies of principals of resilient schools are as follows: recruiting more successful students from other schools, the branding of the school, creating a culture of high expectations for staff and students, and a less bureaucratic management style.

The Effect of Leadership Styles of Administrative Leaders on Job Performance Behavior among Staff of Najran University

The present study is an attempt to investigate the effect of leadership styles of administrative leaders on job performance behavior among staff of Najran University. To achieve the objective of the study, the sample was randomly selected of (117) administrative staff at Najran University. The descriptive approach was adopted in this study, in which the author designed 36-item questionnaire divided into two sections: the first one is leadership style (25) items distributed to three domains (autocratic leadership style, participative leadership style and bureaucratic leadership style), and the second section is job performance (11) items. The questionnaire was applied to the participants after verification of validity and reliability. The study revealed that participative style was high, autocratic style was moderate and bureaucratic style was low. The results showed that there are statistically significant differences in autocratic style (a = 0.05) due to gender in favor of females, while there are statistically significant differences in participative style in favor of males, and no statistically significant differences due to scientific qualification. The results indicated that there are positive correlation between the participative style and job performance and negative correlation between the autocratic style and job performance. The author recommends adopting the participative leadership style in administration due to the positive effects it has on job performance, as well as conducting studies on the common leadership styles in other Saudi universities.

Can It Happen Here?: Donald Trump and the Paradox of Populist Government

Donald Trump campaigned as a populist but how can a populist who blames the “establishment” for the country’s failures, rule, when the government bureaucracy is itself a creature of the establishment? The answer that appears to be emerging is a “personalist” style of leadership that may be popular in the short term but is unlikely to achieve any of Trump’s goals. If Trump wants to be effective, he will need to adopt a bureaucratic style of governance that will, however, require him to rely on the elites he has disparaged, disappointing his followers, converting him into a conventional president, and very likely ruling out the type of authoritarian regime that Trump’s critics fear.

Control or Autonomy? A Case Study of two Organizational Forms in the Zhangjiakou Internal Migrant Organization

Control often weakens autonomy in organizational theories. While many scholars focus on the paradox of control and autonomy, few pay attention to how an organization obtains both control and autonomy. By exploring Zhangjiakou Internal Immigrant Organization, this study finds two mechanisms can contribute to the balanced combination of control and autonomy. First, managers play ambidextrous official-merchant roles, which means superiors take both bureaucratic and autonomous management styles. Second, members have dual organizational goals for both political status and network support. In conclusion, the successful combination is shaped by the subjective interaction between the government, superior managers and subordinate members.

Leadership Styles Followed in Banking Industry of Bangladesh: A Case Study on Some Selected Banks and Financial Institutions

This paper reviews literature as well as explores analytical findings on leadership styles from the practical perspective. For this purpose, the banking industry of Bangladesh is taken as a sample industry. The sample units are taken from ten private and public commercial banks and non-bank financial institutions. The objective of this study is to explore the leadership practices in the banking industry of Bangladesh. Primary data has been collected from the top, mid and operational level officials of different banking institutions through face-to-face individual interviews using questionnaire. Analysis has been done from both leaders’ and subordinates’ perspectives. Major finding is that the most practiced leadership style according to both leaders and subordinates is bureaucratic style and the least used leadership style is laissez-faire style.

The Impact of Organizational Culture and Leadership Style on Job Satisfaction and Employee Performance

The purpose of this study is to determine the impact of organizational culture and leadership style on job satisfaction and employee performance. This research is based on primary data, and the sample in this research is lecturer STIE Perbanas Surabaya which is engaged in education. The statistical method used in this research is Structural Equations Modeling - Partial Least Square (SEM-PLS) with 36 samples. The dimensions used in leadership style are participative style, nurturant style, authoritarian style, bureaucratic style and task oriented. The dimensions used in organizational culture are integration approach, diffrentiation approach, and fragmentation approach. Dimensions used in job satisfaction are satisfaction with salary, promotion, colleagues, supervisor and job supervisor. And the dimensions used in employee performance are subject knowledge, assessment skills, student-lecturer relations, organizational skills, communication skills, subject relevance and utility (meaningfullness) of assignment. The results showed that organizational culture dimension had positive impact on employee performance, leadership style had positive impact on employee performance, job satisfaction had positive impact on employee performance, organizational culture had positive impact on job satisfaction, leadership style had positive impact on job satisfaction and leadership style had positive impact on organizational culture . So the research findings prove that organizational culture and leadership style is an important element that greatly affect employee performance and job satisfaction